Beruflich Dokumente
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Table of Contents
Goal 4: Become an Integral Part of the Ohio Community and the Nation . . . . . . . . . Page 11
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Executive Summary
The Glenn Research Center (GRC) is transforming to implement the vision for the Nation’s space
exploration program. We are committed to creating a strong, healthy, viable Center that is valued
by the Agency as a critical partner. The Glenn Senior Leadership Team held a strategic planning
meeting on March 19 to 21, 2007, resulting in the adoption of the following Center goals, in
priority order:
(4) Become an Integral Part of the Ohio Community and the Nation
The Center has tremendous talent and capabilities that can provide benefits beyond its
physical boundaries. While focusing on NASA’s mission, we must be good citizens of the
state of Ohio, the Great Lakes Region, and the Nation and provide benefits to the
taxpayers through the formation of partnerships, use of our technology to spur new
businesses and industries, and increased outreach efforts.
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the development and manufacturing of the hardware. These projects typically require support
from across the Center, the Agency, and the Nation. Synchronizing designs improves safety,
performance, efficiency, and conserves resources.
Managing Funding
Proper funding of spaceflight development programs includes stable, sequenced increments of
resources, each with enough reserve to address inherent technical and schedule risk without
additional external funding. When funding profiles do not meet this ideal, options include
reducing program content, delaying program schedule, or both. Once defined, programs cannot
absorb frequent changes to funding profiles without correspondingly increased risks to both
content and schedule. Proper management of funding also includes accurate assessment of project
risk so problems that can lead to cost and schedule overruns are addressed early enough to be
mitigated.
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This goal is defined by three objectives. The first objective is to demonstrate excellence in
project preplanning and planning that leads to correct go/no-go decisions to continue a project
into the more expensive phases. The prephase period develops a coherent framework of
requirements to guide stakeholders over the project life. The second objective is to demonstrate
excellence in project implementation where deliverables are met at the agreed costs and
schedules. The third objective focuses on our contributions to the intellectual and practical
progress of the project management competency within the Agency, across the U.S. Government,
and where appropriate, internationally.
Planning Excellence
Excellence in project management planning is defined as the ability to assemble a strong team,
develop an articulate project plan, communicate with our customers and stakeholders, and
incorporate knowledge and experience from the past. Leadership is critical in the planning stage.
An effective project team includes program control (scheduler), cost analyst/estimator,
appropriate engineering/technical leads, a requirements manager (definition and book manager),
configuration management/control specialist, and risk management expertise. Project
management leadership hinges upon early and clear definition of roles and responsibilities.
Superior project planning results in an effective project plan that adheres to Agency and Center
policies and guidelines while delivering clear objectives and executable timelines. Good
communication is essential for effective project management. The stakeholders must be kept
informed throughout the critical planning phase. Planning is the period in a project’s lifecycle
where the biggest positive impacts can be made and where the lack of preparation will echo into
implementation and operation. Finally, excellence in project planning utilizes the best from the
past by incorporating relevant lessons learned and embracing input from experienced project
managers. This phase of the process results in an informed decision to proceed with
implementation.
Continuous risk management is essential to assuring project success. When all significant risks
are identified and understood, they can be eliminated or mitigated to continually minimize the
likelihood of failure and its potential impact. Project requirements that are established during
formulation are consistently met, and the project team fully understands the consequences of not
meeting them, even just once. Project management validates the resources needed during each
phase of the project, and continually monitors project performance within those allocated
resources.
Independent project assessments are conducted on a scheduled basis, and as needed, to validate
that critical aspects of project implementation are healthy. Finally, project teams aggressively
manage their indirect/collateral duties, such as management “show and tell,” congressional
briefings, and Headquarters questions or mandates.
The President established the vision for the Nation’s space exploration program on January 14,
2004, challenging NASA to return to the Moon, and then go to Mars and beyond. The Center’s
research has historically contributed in cryogenic propellant management, electric propulsion,
photovoltaics, advanced battery, research in fluids and combustion in microgravity, and high-
power deep space communications. The GRC will energize its expertise in these areas to provide
enabling technologies for the journey.
Crosscutting research disciplines such as structures and materials, simulation and modeling, heat
transfer, fluid physics and combustion, and instrumentation and controls will synergistically
support aeronautics and space program objectives. For example, GRC’s ballistic impact research
developed under the Aeronautics Program enabled our leadership in determining the root cause of
the Columbia orbiter’s leading-edge failure. This dual use of capability is one example of how
GRC’s research disciplines contribute to both aeronautics and space.
To excel in aeronautics and space research will require an investment in the continuous education
of the workforce, active participation in professional societies, and associated symposia and
workshops. Rigorous peer review and independent evaluation processes will be reinstated for
quality control. Honest technical debate will be promoted to pursue technical truth. The Center
will continue to motivate researchers for their professional achievement through appropriate
reward and recognition systems. The full spectrum of recruiting tools will be used to ensure the
health and vitality of the workforce. Investments in facility infrastructure will be necessary to
enable research excellence.
Goal 4: Become an Integral Part of the Ohio Community and the Nation
The NASA Glenn Research Center has tremendous talent and capabilities that can provide
benefits beyond its gates and can benefit more than just the NASA mission. At the same time,
key constituencies throughout the country can provide invaluable support to NASA. The Center,
as an entity, must be a good citizen that delivers on commitments to the Nation and provides
benefits to the taxpayer. This can be accomplished through partnerships, economic development,
and outreach efforts. The results of these efforts will be greater appreciation and support for
GRC, an expanding economy, and a stronger community.
• Co-host a technology council with local and regional businesses along with the State
government that provides technical assistance in problem solving
• GRC leaders participate in regular meetings with civic and business leaders
• Senior managers serve on boards and councils that support the community, institutions of
higher learning, and national and international professional organizations as permitted by
law and policy